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Current State Assessment

Family and Children Services Business Process Reengineering

Current State Assessment Core/Support Process Definitions


Core Processes: Activities that provide value to DFCS customers Support Processes: Activities that contribute to or enable core processes to function more efficiently or effectively.

Case Management

Program/Policy Management Eligibility Processes Financial Management

Resource/Provider Management Court Processes


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Family and Children Services Business Process Reengineering

Current State Assessment Case Management Definition

Case Management is : The activities and services provided from initial contact through case closure for the purpose of improving safety, permanency and well-being of DFCS customers.

Family and Children Services Business Process Reengineering

Core Business Process Functions & Programs Functions P r o g r a m s


CPS

Foster Care

INTAKE

INVESTIGATION/ ASSESSMENT

PLANNING

SERVICE PROVISION/ IMPLEMEN TATION

Adoption

APS
Evaluate &Monitor
Family and Children Services Business Process Reengineering

Support Processes
Defined Key Findings & Recommendations

Family and Children Services Business Process Reengineering

Current State Support Processes


"

Program/Policy Management
Develop, implement and manage Social Services programs, policies and performance

"

Resource/Provider Management
Develop, effectively utilize and maintain resources to support case management

"

Eligibility Process
Determine if a customer may receive certain benefits or assistance based on program criteria, includes identifying the fund source

" "

Financial Management
Secure and manage funds for authorized services

Court Processes
Interaction with court systems to promote safety, permanency and well-being of customers
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Family and Children Services Business Process Reengineering

Program/Policy Management
Key Findings
implementation and communication not consistent across counties
"Policy

Recommendations
interface between individual policy writers "Standardize method of distributing policy to field "Establish roles of SSQTF "Develop regular policy training for new and veteran workers and supervisors
"Develop

UAS coding on "Train all case managers and invoices resulting in supervisors in UAS coding and inaccurate state and importance of accurate coding federal reports and loss of "Consider transfer of revenue responsibility for assigning codes to the regional accounting offices

"Incorrect

Family and Children Services Business Process Reengineering

Resource/Provider Management
Key Findings
much time spent by staff seeking placements for children
"Too

Recommendations
statewide on-line directory of placement resources "Develop regional placement specialists "Develop on-line applications accessible by all institutional placement providers to decrease duplication and process time IDS Online Master Index to include alerts as they are generated "County generating alerts retain responsibility to check various information systems regularly "Create interfaces between departmental information systems
"Enhance "Develop

alerts not effective in locating families and children

"Statewide

Family and Children Services Business Process Reengineering

Court Processes
Key Findings
provide inconsistent levels of service "Inconsistent judicial process across state impacts case planning
"SAAGs

Recommendations
guidelines with SAAGs to promote uniformity of legal services "Establish consistent standards for judicial process related to case planning (in process)
"Develop

managers unfamiliarity with court procedures contributes to inconsistent rulings "Duplicate and inadequate information "Court orders lapsing and being incorrectly written

"Case

training in court procedures for new workers and refresher training for veteran workers "Standardize tracking of orders and standardize court order wording /format (in process)

"Provide

Family and Children Services Business Process Reengineering

Current State Assessment Organization


Structure Management Layers Span of Control Management/Staff Ratios

Family and Children Services Business Process Reengineering

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Current State Organization Structure - State Office


STATE DFCS OFFICES

DHR Commissioner

STATE ADOPTION OFFICE

DFCS Director

SERVICE AREA & COUNTY OFFICES Office of Adoptions Director


SERVICES PROVISION

Deputy Director

PROGRAM & POLICY MANAGEMENT


FIELD COORD

PROGRAM & POLICY MANAGEMENT

Social Services Sections

Field Directors

RACs

All the support services and related personnel are located in the State office.

County Directors

County Staff

Family and Children Services Business Process Reengineering

See County Organization Structure

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Current State Assessment Organization Structure County Offices


County Class Size 1- 3
(129 Counties)
DFCS Division Director

County Class Size 4 - 5


(29 Counties)
DFCS Division Director

County Class Size 6


(1 County)
DFCS Division Director

Field Coordination Unit Manager

Field Coordination Unit Manager

*** County Administrator

Field Director Field Director

Deputy Administrator

County Director

County Director

Social Services Program Director

Social Services Supervisor

Deputy County Director

Social Services Administrator

Social Services Case Manager/ CM Assoc/ Generalist

Family Service Worker

** Social Services Administrator

Social Services Supervisor

Social Services Supervisor

Clients

Social Services Case Manager/ CM Assoc/ Generalist

Social Services Case Manager/ CM Assoc/ Generalist Family Service Worker

Family Service Worker

5 layers

7 layers Clients

6 layers

Clients

Best Performance is 4 to 6 layers of management between top mangement and customers

Family and Children Services Business Process Reengineering

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Current State Assessment Management/Staff Ratios


Total Staff Ratio of Staff to Management % of DFCS Management to Total Management Staff % of Management Staff to Total DFCS Staff DFCS Casework County DFCS Management 2268 556 1 to 4 Ratio DFCS MGMT 556 to CW 2268

73 %

20 %

DFCS Management Area Adoption Staff

31 1 to 4 13 DFCS MGMT 587 to CW 2268 Ratio

4%
(Cumulative 77 %)

21 %

State Office DFCS

DFCS Management 173

1 to 3 Ratio DFCS MGMT 760 to CW 2268

23 %

25 %

State Office Adoptions

Adoptions Management

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1 to 3 Ratio ALL MGMT 787 to CW 2268

Family and Children Services Business Process Reengineering

Source: OHRM People Soft Reports, DFCS Staff Interviews/Input, Tables of Organization

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Current State Assessment How Casework Is Organized

Large Counties
Staff Specialized By Program AND Functions
Case Workers

Medium Counties
Staff Specialized By Program CPS Staff Specialized By Functions
Case Workers

Small Counties

Staff Generalist
Case Workers

CPS CPS
Intake

CPS APS PLacement PLacement


Investigate/ Ongoing

PLacement APS
Foster Care Adoptions

Intake

Investigate OnGoing

APS

Family and Children Services Business Process Reengineering

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Current State Assessment Organization Structure


Recommendations:
"

Statewide ( All Programs) Further review and evaluation of management and support positions needs to be completed to standardize responsibilities across positions and programs Establishment of criteria and standards for span of control & support based on evaluation and benchmarking
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Family and Children Services Business Process Reengineering

Current State Assessment Organization


" Training " Turnover " Resource

Consumption

" Productivity

Family and Children Services Business Process Reengineering

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Current State Assessment Training


New Worker Training Hours
$18,000

Estimated Cost For Training

500
$15,000

400
Hours

300 200 100 0


CPS APS FC/RD ADOPT SUPVR
Cos t

$12,000

$9,000

$6,000

$3,000
Wor k e r s

Workers
NEW WORKER TRAINING SFY 2000 NEW WORKER TRAINING SFY 2001 National Average Data

$0 CPS/APS FC/RD/ADOPT SUPV

NEW WORKER TRAINING SFY 2000

NEW WORKER TRAINING SFY 2001

New worker training hours are (more than double) the national averages.
Family and Children Services Business Process Reengineering

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Current State Assessment Training


Findings: " American Public Human Services Association(APHSA)National Child Welfare Workforce Survey indicates half of the effective recommended strategies for reducing turnover are related to increasing training & education " Training costs (IV-E) are reimbursed by Federal government at a 75% match " There was no information available on hours or cost of training for experienced or veteran staff and /or management staff " There is no statewide tracking system for training
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Family and Children Services Business Process Reengineering

Current State Assessment Training


Recommendations: " Provide mandatory ongoing training for experienced staff/management " Develop a comprehensive training plan to address staff program and management development needs. Plan should be customized for the individual and competency-based. " Increase supervisor training hours and enrich content " Expand management training. Develop/acquire statewide tracking system for training. " Develop mentor program for newly hired staff, supervisors and managers.
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Family and Children Services Business Process Reengineering

Current State Assessment Turnover Rates


40%

30%

*CP S Ca s e ma na ge r s 22.3
20%

*Othe r Dir e c t Se r vic e s CM 1 7. 6


10%

* AP HS A
*Supe r vis or s 5.7

Na t iona l M e dian a ll posit ions 1 5.5 1% S t af f Tur nove r R t

0%

Ge ne r a list Tur nove r r a t e Source OHRM Report


Family and Children Services Business Process Reengineering

S S CM 33 .0 0%

S upv 1 3.6 6%

1 5.3 8%

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Current State Assessment Turnover Rates


Findings:
" " "

Inconsistent use of common reason codes leads to inability to determine unplanned turnover and specific reasons for turnover Unable to determine turnover rate by program area and by county No policy exists to ensure objective exit interviews and consistent reason codes for staff leaving Establish mandatory process for exit interviews by objective party Include specific reasons for leaving Include automated reporting capability Develop staff retention plans to address reasons for turnover

Recommendations:
" " " "

Family and Children Services Business Process Reengineering

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Current State Assessment


Resource Consumption Supervisor Time Spent On Case Management
100 90 80 70 60
Percent

50 40 30 20 10 0 Supervisor Class 1-5 Non Case Management Supervisor (CPS, FC, Adoptions) Class 6 Case Management APS Supervisor Class 6 Case Management Benchmark

GA State Merit Job Description indicates Supervisors should spend 20% of time on case management. Resource consumption indicates they spend 30-40%
Family and Children Services Business Process Reengineering

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100 90 80 70 60

Current State Assessment Resource Consumption - Caseworker Time Spent on Case Management

Percent

50 40 30 20 10 0 SSCM/A & Generalist Class 1-6 APS SSCM/A Class 6 Non Case Management Case Management

Approximately 80% CW time is case management activities which is consistent with the job description

Family and Children Services Business Process Reengineering

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Current State Assessment Resource Consumption - Case Worker Time Spent on Direct and Non-Direct Client Services
100 90 80 70

Percent

60 50 40 30 20 10 0
CPS SSCM/A CPS Intake SSCM/A Class 4-5 CPS Investigations SSCM/A Class 4-5 CPS Ongoing SSCM/A Class 4-5 CPS Intake SSCM/A Class 6 CPS Investigations SSCM/A Class 6 CPS Ongoing SSCM/A Class 6

Class 1-3

Direct Client Services

Non-Direct Client Services

Of the time spent on case management activities, 60%-80% of CW, time is non-direct client services

Family and Children Services Business Process Reengineering

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Current State Assessment CPS Allocated Staff to Caseload Ratio


20 15

10

0 active cases ratio to staff CWLA Standards CASE = FAMILY

Class 1 13 14

Class 2 13 14

Class 3 14 14

Class 4 16 14

Class 5 15 14

Class 6 18 14

CPS Staff/Case Ratios are on average 2 to 4 cases above standards in Class 4 to 6 counties.
Family and Children Services Business Process Reengineering
Source: SFY 2001 DFCS Allocation report, DHR?DFCS Descriptive Data SFY 2000, PSDS System 2000 County Data Report

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Current State Assessment PLC Allocated Staff to Caseload Ratio


25.0 20.0 15.0 10.0 5.0 0.0 Active cases to staff Ratio CWLA Standards CASE = CHILD

Class 1 17.2 15

Class 2 19.1 15

Class 3 19.1 15

Class 4 20.4 15

Class 5 21.5 15

Class 6 23.1 15

PLC staff/cases ratios are higher than the CWLA standards


Family and Children Services Business Process Reengineering

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Current State Assessment APS Allocated Staff to Caseload Ratio


35.0 30.0 25.0 20.0 15.0 10.0 5.0 0.0 Active cases to staff Ratio National APS Standards Class 1 27.1 25 Class 2 29.6 25 Class 3 28.6 25 Class 4 26.9 25 Class 5 26.2 25 Class 6 23.5 25
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APS staff/case Ratios are on average 2 to 5 cases above APS standards


Family and Children Services Business Process Reengineering

Current State Assessment Productivity


Recommendations
"

" "

Verify actual/filled staff for case load calculations to provide a more accurate assessment of productivity by program and county Conduct a best practice benchmarking study to develop caseload standards Revise the case assignment process to address weighting of cases to reflect the level of difficulty and allow balancing of case loads
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Family and Children Services Business Process Reengineering

Current State Assessment Process Outcomes


How a case becomes a case Outcomes Comparison

Family and Children Services Business Process Reengineering

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Current State Assessment- How a Case becomes a Case.

Referrals
Manual Referral Logs (159 Counties)

74,803

13,026
INTAKE SCREENING SCREENED OUT

CPS Intake & Investigation

REPORTS SCREENED IN (SDM)

APS Intake & Investigation

54,156 (72%) Assigned/Investigated (SDM)

20,647 (28%) Intake ScreenOuts APS Investigation

8,336 (15%) SUBSTANTIATED CLOSED CASES

EARLY INTERVENTION** 2150 Clients 650 Summer Safety Fun

CLOSED

Screened In # Substantiated ? # Unsubstantiated Screened Out

33,961 (63%) UNSUBSTANTIATED CLOSED CASES


Annual Actual Figures from PSDS, Calendar Year 2000

11,859 (22%) CY 2000 SUBSTANTIATED (11,224) and UNSUBSTANTIATED (635) OPEN CASES
**Source: L.S. Roberts; Program began 7/00

18,431 In Custody CPS 14,762 FAMILIES Figures from IDS, SFY 2000 New 6808 CHILDREN Existing 11,563 APS 4986 ADULTS

Ongoing Case Management (IDS)

Family and Children Services Business Process Reengineering

Different Systems different reporting periods and different volumes make comparisons difficult.

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Current State Assessment Outcomes Meet/Exceed National Benchmarks


Measure Indicator Current Performance
4.2%

Bench mark
6.1%

Variance

Areas for Focus


Support by Federal Review Safety Findings

Safety:
Rate of Recurrence of Maltreatment

Rate of recurrence of substantiated child maltreatment

+1.9

Permanency:
Adoption Disruption

Percentage of adoption disruptions

9.2%

10 - 20%

+0.8%

Resource development, Foster Care, Adoptions

(a) Source: IDS, AFCARS (1999) 31

Family and Children Services Business Process Reengineering

Current State Assessment Outcomes Below National Benchmarks


Measure
Safety: Child fatalities

Indicator
Rate of child fatalities as a result of abuse or neglect for known families to child welfare

Current Performance
2.04

Bench Variance mark


1.62 (.42)

Areas of Focus
Intake, Investigation, Assessment, Planning, Service Provision, Evaluation

Safety/foster care: Child maltreatment in foster homes Permanency: Adoptions: Reunification with relative through adoption

Percentage of child maltreatment in DFCS foster homes

1.1%

0.57%

(0.53%)

Resource Development, Foster Care

Percentage of children who exit care through reunification with relative through adoption

20%

36%

(16%)

Resource development, Adoptions

Permanency: Reentries to out-ofhome care

Number of children who re-enter out of home care

7%

6%

(1%)

Federal Review identified this as an area of improvement

Family and Children Services Business Process Reengineering

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Current State Assessment Process Evaluation


"Overall "CPS "Foster

Case management

care

Family and Children Services Business Process Reengineering

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Current State Assessment Process Evaluation - Overall Case Management


Current State Assessment Findings: 28% of referrals are screened out by intake 72% of referrals are investigated 22% of Investigations become cases 50% of screened in referrals do not become cases 75% of case plans had no outcome or timeframe

Recommended Areas for Focus: Reengineer Intake Systematize early intervention and evaluate assignment of investigations Reengineer assessment Processes, Methods and integrate a familyfocused approach Reengineer Intervention Strategies and case worker roles to reflect change agent focus Reengineer monitoring and evaluations Specify measurable outcomes with timeframes Develop case closure criteria and review caseloads Redesign Statewide Practice with focus on consistent implementation
Family and Children Services Business Process Reengineering

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Current State Assessment Process Evaluation- CPS


Current State Assessment Findings: Approximately 35% of investigations are substantiated 100% Reviews results: 51% of cases had appropriate actions taken 10% of cases required immediate attention to ensure child safety

Recommended Areas for Focus: Continuity of care for families across programs Redesign case worker role in investigations & placement

Family and Children Services Business Process Reengineering

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Current State Assessment Process Evaluation Foster Care


Current State Assessment Findings: 83% of DFCS Adoptions are by foster parents 100% Case Review results: 10% of foster care cases needed immediate attention for child safety Federal review identified permanency as an issue

Recommended Areas for Focus: Continuity of care across programs Develop criteria for removal of child from home Affirm CW role and their relationship to foster and birth parents Reduce Length of Stay in foster care Facilitate most appropriate placements
Family and Children Services Business Process Reengineering

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Current State Assessment Overall Process Volume


Number of Intakes

up 56%

Number of Cases

up 28%
Screen Out Rate

down 46%

Family and Children Services Business Process Reengineering

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Current State Assessment Support System and Infrastructure


" Technology " Finance

Family and Children Services Business Process Reengineering

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Current State Assessment - Technology Systems Required to Support Case Management Functions
Number of Systems by Programs and Functions
Intake APS Investigation Plan Services

6 8 7 6

4 6 7 6

4 6 5 5

6 8 8 7

CPS Foster Care Adoptions

Case workers must use numerous systems to complete their case management functions

Family and Children Services Business Process Reengineering

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Current State Assessment -Technology Number of System Required to Support CPS Screening
" " " " " " " " "

Department of Corrections FACETS FORMS GBI Sex Offender Registry IDS Online PSDS SEDOT (Fulton County) Service Net (Limited Counties) SSAS (Clarke County) SUCCESS
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Family and Children Services Business Process Reengineering

Current State Assessment Technology DFCS Staff System Access


IDS OnLine Dept Corrections

775 CPS Staff

FACETS Forms

SUCCESS

50 Clarke County Staff

$TARS

SSAS

2519 Soc Srvc Staff


PSDS

30 Fulton County Staff

Some
SEDOT

CPRS

15 Office of Adoption Staff

ADAM

COSTARS

State & County Accounting Staff

ServiceNet**

Limited County Staff

Family and Children Services Business Process Reengineering

None of the systems interface with each other

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Current State Assessment Technology Duplicate Information Flows


Eligibility Information Client Demographics Family Demographics Social Information Financial Information Client Demographics Family Demographics Social Information Health Information

SSCM DEO
Client Demographics Family Demographics Social Information Financial Information Health Information Education Information Client Demographics Family Demographics Social Information Financial Information Health Information Education Information

Child Abuse and Neglect Information Client Demographics Family Demographics Eligibility Information

IDS On-Line

Client Demographics Family Demographics Social Information Health Information Education Information

PSDS

Client Demographics Family Demographics Social Information Financial Information

CPRS
Eligibility Information

FORM 400/401

FACETS FORM S
Client Demographics Family Demographics Social Information Financial Information Health Information Education Information

ADAM
OOA
Client Demographics Family Demographics Social Information Financial Information Health Information Education Information

SSCM

C lient

CRS

ESS

Client Demographics Family Demographics Social Information Financial Information

Eligibility Information

SUCCESS

Family

$TARS

Family and Children Services Business Process Reengineering

Repetitive keying of same data into different systems

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Current State Assessment Technology System Platforms


PC Based Applications
# # # # Case Management FACETS FORMS IDS Online CPRS ADAM

Main Frame Applications


# # # # $TARS SUCCESS PSDS CRS Reports

Private Vendor PC Based


# Financial/HR Applications # # # # SMILE RMSS PeopleSoft COSTARS UAS

State Main Frame

applications, separate systems, incompatibles platforms "Data integrity and reconciliation issues due to numerous data sources and systems
Family and Children Services Business Process Reengineering

"Separate

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Current State Assessment Technology Maintenance Costs


" ADAM " CPRS " FACETS

Forms " IDS Online " PSDS Total

$ 181,169 $ 146,667 $2,169,320 $1,707,655 $ 287,169 $ 4,491,980


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Family and Children Services Business Process Reengineering

Findings

Current State Assessment Technology

Information collection is time consuming, duplicative, and manually intensive due to lack of comprehensive, integrated automated system support Application development driven by: Funding sources - federal and state Lack of technical environment standards resulting in fragmented, non-heterogeneous systems
Lack of business driven, strategic planning

Redundant, inconsistent information exists in a large number of existing systems - state, county and private vendor - accessed by different staff at differing organizational levels, offices and programs Inability to obtain integrated, accurate, comprehensive, and timely information for reporting, evaluation, planning and managing programs and resources
Family and Children Services Business Process Reengineering

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Current State Assessment Technology


Recommendations

Define information requirements that will lead to the creation of a comprehensive, integrated information system Integrate data entry more seamlessly Create value-added activities Define technology alternatives
Family and Children Services Business Process Reengineering

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Current State Assessment Finance


DHR DCFS ADOPTIONS

$
Appropriations
CASE MANAGEMENT SOCIAL SERVICES

$
Expenditures
GRANTS TO COUNTIES

Family and Children Services Business Process Reengineering

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FINANCE

Fund Sources of DHR SFY 2001 Appropriations


9% $234 M

$955 M

38%

53%
$1.3 Billion

State Funds Federal Funds Other Funds

Governor's Recommendations DHR Financial Summary SFY 2001 Budget

Total $2.5 Billion

More than 50% of DHR Appropriations are State Funds


Family and Children Services Business Process Reengineering

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FINANCE

DFCS % of DHR Appropriations SFY 2001

$958 M

38 % 62%
$1.5 B DFCS Appropriations Other DHR Divisions

Source: Governor's Recommendations for DHR Financial Summary SFY 2001 Budget page 264

DHR Appropriations Total $2.5 Billion

Family and Children Services Business Process Reengineering

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FINANCE

DFCS % of DHR Expenditures


$10 M less than 1%

$1.1 B 38% 62% $1.8 B Of f ice of A doptions DFCS Other DHR Divisions

Source: DHR OPBS/OFS General Ledger Report f or SFY 2001

DHR Expenditure Total $2.9 Billion

DFCS represents 38% of DHR expenditures and appropriations


Family and Children Services Business Process Reengineering

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FINANCE

Fund Sources for DFCS SFY 2001

$30M

Less Than 1%

Federal: IV-E, IV-B, SSBG, Title XIX and Other Federal Funds)
$375M 35%

State
65%

Other
$772M

Source: DHR OPBS/OFS General Ledger

Initial Appropriation $958 M End of Year Adjustment $1.1 B

More than 65% of DFCS appropriations and expenditures are federal funds
Family and Children Services Business Process Reengineering

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FINANCE

DFCS Expenditures SFY 2001


$31 M 3% $16 M 1% $397 M
36% 60%

Personal Services
State Office

Operating Expenses Payments and Benefits


$672 M

Grant In Aid to Counties

Source: DHR OPBS/OFS General Ledgers SFY 2001

DFCS Expenditures Total $1.1 Billion

60% of DFCS expenditures are direct benefits to customers


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Family and Children Services Business Process Reengineering

FINANCE

Grants to Counties SFY 2001


Social Services $166 M 42%

$8M 2% $38 M
10%

All Funds for Economic Support and CSE (Including Joint/Admin For ES) Services (salaries, travel, etc.)

$120 M

30%

58%

Joint & Admin Costs for Social Services

$231 M
Economic Support/CSE

Homemaker For Services

Source: DHR OPBS/OFS General Ledger SFY 2001

Total all Programs $397 Million

42% of Grants to counties support social services


Family and Children Services Business Process Reengineering

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FINANCE

Cost of Administering Social Services Programs based on Random Moment Sample Study Grants to Counties
$13 M $24 M

8% 14%

Adoption CPS

$60 M

36% 42%
$69 M

Foster Care APS


Social Services (Grant to Co.) Total $166 Million

Source: RMSS Four quarter summary for FY 2001

42% of county expenditures support CPS and 36% support Foster Care
Family and Children Services Business Process Reengineering

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FINANCE

Personal Services & Travel Expenditures for Case Management and Support Costs(Grants to Co.)
$43 M
26%

Personal Services Travel


70%

$6 M
4%

Other Admin Support

$117 M
Social Services (Grants to Co.) Total $166 M

Source: DHR OPBS/OFS General Ledgers SFY 2001

70% of Social Services expenditures are case worker/supervisory staff


Family and Children Services Business Process Reengineering

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Opportunities for Improvements - Finance


Maximize Funding Sources IV E Federal Funding Maximization
More Accurate and Timely IV-E determination Manual processes Hand offs between Social Services and Economic Support No interface between systems Include Detailed Case Data Component in NCANDS (National Child Abuse and Neglect Data System) Report Training for all staff in: Random Moment Sample Process (RMS) IV-E criteria

"

Family and Children Services Business Process Reengineering

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Opportunities for Improvement Finance contd.


Medicaid Maximization Correct TCM data No system interface IDS and SUCCESS Duplicate data Re-bill rejected claims Regionalize eligibility sites for Medicaid and IV-E determinations

Family and Children Services Business Process Reengineering

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Current State Assessment Opportunities for Change


" " " " "

Duplicate Activity Analysis Value/Non-Value added Activity Analysis Resource Consumption Evaluation Length of Stay Reduction Cost Avoidance by Replacing Existing Systems

Family and Children Services Business Process Reengineering

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Current State Assessment Opportunities for Change- Duplicate Activity Analysis


" "

" "

The BPR Team defined duplications as the same activity performed more than once for the same purpose This definition was applied to all activities in the case management process. Examples of duplicate activities handwritten forms and automated forms, rewriting forms, additional reviews Activities that were identified as duplicate were estimated for frequency and duration Opportunities were summarized by process function and potential improvements technology, process or administrative Summarized Opportunities streamlining
FTEs Technology Process Administration 147 160 68 375 Salary & Benefits $4.0M $6.4M $3.1M $13.5M
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Family and Children Services Business Process Reengineering

Total

Current State Assessment Opportunities for Change Value-added/Non-Value added Analysis


" " "

" "

The BPR Team defined value-added as an activity that supports or contributes to the stated objective for the function. This definition was applied to all activities in the case management process. For example, the stated objective for investigation/assessment is to determine the need for intervention/service and document the encounter. An activity defined as non-value added was down time due to no shows. Activities that were identified as non-value added were estimated for frequency and duration. Opportunities were summarized by process function and potential improvement technology, process or administrative streamlining.

Summarized Opportunities
FTEs

Salary & Benefits $2.3M $1.6M $2.4M $6.3M


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Technology Process Administration


Family and Children Services Business Process Reengineering

92.2 37.1 60.7 190

Total

Current State Assessment Opportunities for Changes Resource Consumption


"

" "

The BPR Team analyzed CW and supervisor time spent on case management activities. Case management activities were further analyzed for direct and non-direct client service activities. Supervisors spend approximately 30% (versus 20% on job description) of their time on case management activities. Case workers spend approximately 80% of their time on case management activities. Of this 80%, more than 60% of their time is spent on non-direct client service activities (target 50%). Summarized Opportunities
FTEs Supervisors @ 20% target Case Worker @ 50 % target Salary & Benefits $0.4M $1.6M $2.0M
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Family and Children Services Business Process Reengineering

Total

Current State Assessment Opportunities for Change Total Saving


FTEs Duplication Non-value Added Resource Consumption Sub-total Length of stay reduction Out-of-Home Placement Cost Reduction Cost avoidance of Replacing Existing System Sub-Total Total
Family and Children Services Business Process Reengineering

Salary & Benefits

Others

375 190

$13.5M $6.3M $2.0M $21.8M $4.6M $4.5M $4.5M $21.8M $13.6M $35.4M
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565

Current State Assessment Opportunities for Change - Summary


"

" " "

The identified potential productivity improvements (approximately 565 FTEs or $35M) represent an approximate 20% improvement to FY2001 budgeted FTEs and dollars 20% is the mid-point of the typical improvement range for reengineering (10% - 30%) These numbers will be further refined in the Future State Work The 20% productivity improvement represents opportunities for DFCS Social Services to:
Address caseloads Realign activities and skills Add additional services Increase direct services time for customers Support transition to change agent role

"

The 20% productivity improvements would result from a combination of technology enablement, SACWIS integration, process reengineering and administrative streamlining
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Family and Children Services Business Process Reengineering

How to Contact BPR Communications Our website in development is: www.dfcscwr.dhr.state.ga.us Or email us:
satate@dhr.state.ga.us dxhollis@dhr.state.ga.us hghamontree@dhr.state.ga.us pamartin@dhr.state.ga.us sxdobbs@dhr.state.ga.us

Or call us: 404.463.2455


Family and Children Services Business Process Reengineering

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